By better understanding the people they employ, companies can solve many of their most critical and expensive problems. With reliable information to make human resource decisions, employers can successfully fit people to jobs in which they will excel, retain good employees, become better managers, improve service, and build more effective teams.
These are just a few of the people related challenges that we can help you solve:
- Expensive and Resource Draining Turnover
- Inadequate team development
- Hit and miss hiring practices
- Poor job fit
- Ineffective managers
- Poor workforce development
- High absenteeism
- Substandard productivity
- Poor Sales Effectiveness
- Poor customer service
- Dishonest employees
- Inefficient Employee Engagement
- Poor responses to stress and conflict
- Insufficient Employee Motivation
- Poor Application Management
Hire Right the First TimeYour investment in money, training, and time to fix a mistake made when hiring a person not competent for, or compatible with the job, is simply enormous. We focus on understanding and objectively measuring core competencies, behaviors, and interests of top performers in companies and industries to insure applicants fit the job the first time.
- Avoid Costly Hiring Mistakes
- Hire Top Performers
- Put the Right Person in the Right Job the First Time
Building your team and solving your human resource management challenges are fundamental to your success. Add objective measures based on your top performers and our industry expertise, and you will see your performance, sales, and your bottom line grow.
Detailed information: Profile XT, Key Performance Indicator,
Step One Survey
We help you solve these challenges:
- Coaching - Guides managers to help employees develop better work habits. Provides suggestions for improving employee performance.
- Succession Planning - Compares employees to each of the company's jobs and indicates where there is a good match.
- Promotion - Studies show that proper job fit improves engagement and job-satisfaction, resulting in increased productivity and reduced turnover. Provides individual attributes and gives insights to improve job performance.
- Development - Evaluate Leadership Skills of Supervisors, Managers, and Executives
Detailed information: Profile XT, Key Performance Indicator
An analysis of several sales organizations reached the conclusion that about half of the people in the study lacked the behavioral characteristics required to effectively perform the duties that sales jobs call for. They should never have been hired for sales positions in the first place. The study found that of the remaining 50%, half had the potential for success in sales, but were not hired to sell the right kind of product or service. The study concluded that only about 25% of those working in sales position have a good match with the work they are doing.
We have a tool that provides a means of selecting people who have the five qualities that make salespeople successful: Competitiveness, Self-reliance, Persistence, Energy, and Sales Drive. It also predicts on-the-job performance in seven critical sales behaviors: Prospecting, Closing Sales, Call Reluctance, Self-starting, Teamwork, Building and Maintaining Relationships, and Compensation Preference.
Solves these challenges:
- Poor sales production
- Inability to prospect effectively
- Customer call reluctance
- Failure to close sales
This is done by measuring an individual's: Persistence, Self reliance, Energy, Sales drive, Competence, Prospecting, Closing sales, Call reluctance, Self starting, Teamwork, Building and maintaining relationships, Compensation preference
Detailed information: Profile XT, Sales Skills Assessment
- 56% of working people admit they have lied to their supervisors
- 41% say they have falsified records
- 64% admit using the Internet for personal reasons during working hours
- 35% have stolen from their employers, by their own admission
- 31% abuse drugs or alcohol
Recent industry estimates indicate that nearly 80% of computer crime is committed by "insiders" at an estimated annual cost ranging from $100 million to as much as $1 billion. More than one-third of all companies declaring bankruptcy last year cited that they were "stolen out of business" by their employees.
Employee theft and fraud averages about $2,000 per employee each year from your bottom line. Increasing lawsuits have made it extremely difficult even illegal for you to ask important questions to determine the integrity of a job candidate. Reduce your risk and select the best employees by using a scientifically designed assessment tool that evaluates job applicants attitudes for integrity, substance abuse, reliability, and work ethic.
- Unauthorized use of the Internet
- Using company email for personal use
- Disclosing private and restricted computer data
- Theft of office supplies and other company property
- Clocking in and out for other employees
- Revealing confidential information
- Inventory shrinkage
- Unexcused absences
- Drug use
- Sub-par job performance
Step One Survey II™ lowers an employer's risk when hiring people to positions of trust and responsibility. Employee theft costs employers an average of $9 per employee, per day - thatís over $2,000 a year, per employee, that comes off the bottom line. This survey helps to identify reliable job candidates with integrity and work ethic who are drug free. The Step One Survey II is how companies protect themselves from theft of money, property, time, and other assets.